We’ve all had enough to do in the last several years, so we figured from Philip Anandraj hotelier some pointers to help us get a few things off our plates in 2022. While there are reasons to be positive in the third year of the pandemic—the majority of us are exhausted from dealing with market instability, demand surges, personnel shortages, and a satisfaction crisis—we must be prepared for more of the same. The good news is that we already have many of the necessary skills and tactics in place.
Here’s a list of things you shouldn’t do:
- Do not use the past as a guide to success in 2022. The years 2019 and 2021 were considerably different from the year 2022 is expected to be. We appreciate our year-over-year comparisons as an industry. Yes, we understand that we require some context for performance—as well as data to demonstrate to owners and other stakeholders how the company is performing in comparison to expectations. In a dynamic industry, however, reaching or outperforming a year-over-year statistic doesn’t mean you’ve found and harnessed your market’s entire potential. Nothing remains the same, so we must stop comparing ourselves to the past.
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- Staffing shortages should not be used as an excuse. Unfortunately, the industry will be affected by staffing shortages long into 2022. While there is only so much that can be done about a lack of housekeepers to clean rooms, we shouldn’t let that stop us from taking the company ahead. Many manual tasks in the hospitality industry can be performed in different ways. At the property level, technology solutions such as contactless check-in and chatbots are already being used to replace human contacts.
- Don’t fall back into your old habits. Due to a lack of employees, many organizations have reduced their activities. Is it true that you miss them? Before resuming halted processes, consider the following: Is it actually needed or used by anyone? You might discover that you have the opportunity to get rid of items that aren’t delivering value and divert your attention to something more worthwhile.
- Don’t just re-use the same organization chart you had before. If you’re not going back to your old manner of working, don’t just restore headcount by refilling your old organizational chart. Take some time to consider how the company should evolve in the future, and utilize this opportunity to bring in new skills and roles that will allow you to capitalize on new opportunities. We also offer a plethora of options for automating manual tasks at the corporate or administrative levels. How many personnel in your company are dedicated to transferring data from one system to another in order to process invoices, produce reports, load rates, or respond to RFPs? Do you spend a lot of time manually cross-checking or validating data between several systems? Why don’t you try responding to emails? Even the ones that require human judgment, the majority of these regular, manual jobs can be mechanized.
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- Don’t quit coming up with new ideas. It’s tempting to dismiss the solutions put in place during the pandemic as transitory or stopgap, but if you take a step back and look at the issue objectively, you’ll notice that being forced to think differently about the business resulted in a slew of innovative innovations. Just because things are getting back to normal doesn’t mean we should stop thinking about what’s next. You might discover that pandemic-driven programs are a better use of space or resources than previous ones. Continue to think outside the box—you’ve had plenty of opportunities to do so. Feel what it’s like to do something on purpose, with thinking and planning.
- Don’t revert to your old habits. I understand that “new normal” has become a term once again, but there’s a reason behind that, even if its overuse irritates me. We don’t argue we have a “new normal” because of market changes alone. We have had to reimagine the way we work as a result of pandemic reductions, and there is a big possibility to do so in the future.
Final Thoughts
As this don’t-do list shows, you can use a lot of what you learned during the epidemic to help you succeed in 2022. You’re used to looking at data in new ways, working in new ways, and coming up with new strategies to propel the company forward. If you can turn these tendencies into habits much like Philip Anandraj, you’ll be well on your way to a prosperous 2022.
